Propositions in the Area of Organizational Change - Annotated Bibliography Example

Download the original attachment Annotated Bibliography  Allen, James, Jimmieson, Nerinal, L., Bordia, P., & Irmer, B. E. (2007). Uncertainty during organizational change: Managing perceptions through communication. Journal of Organizational Change Management, 7(2), 187–210.  The research aimed to assess the role of quality communication in delivering change-related information to employees; particularly in circumstances precipitated by organizational change where workers tend to feel more uncertain. It is an examination of employees' perceptions of this information and the role of trust in the source of information, to developing positive attitudes toward change. The study made use of both qualitative and quantitative methodologies. In the conduct of qualitative research, twenty-five (25) personal interviews were carried out from a wide range of organizations which had experienced recent organizational change. Whilst in the employment of the quantitative portion, a government department undergoing initial plans and actions for organizational restructuring became the main source of information. The results of the first study indicated that there were three (3) categories of uncertainties experienced by the employees: strategic, implementation and job-related.  The perception of the quality of information received by employees also influenced the level of their uncertainty. Moreover, on the source of information, basically it was ascertained that direct supervisors are more likely to be trusted. They also tend to acquire information from peers or co-workers mainly to derive support or share grievances and ideas. Results also suggest that trust in management is a vital component and this construct is largely dependent on the history of the relationship that has evolved through time. As empirical support, the second study was conducted and the results validated that high quality change communication is positively correlated with attitude toward change. It was also determined that providing information is not enough to reduce uncertainties. As such, addressing issues of uncertainty must be done in a balanced, accurate and comprehensive manner. There was no support found for trust as a mediator between quality change communication and change-related uncertainty. The authors of this study have strong credentials in their respective fields. Their authority in relevance to providing propositions in the field of Organizational change is highly regarded. The timeliness in publishing this study is also acknowledged as it is timely given the current economic situation that confronts every organization of late. This study likewise represents comprehensive and detailed work. The information provided substantiate the topic and have provided valid, empirical data for each hypothesis. The use of mixed methodologies helped the authors yield well validated and reliable results which will likewise benefit practitioners in the field of organizational management. It is also commending that they have integrated well a wide array of literature relevant to the study and utilize them in their instruments and assessments of data. Diefenbach, T. (2007). The managerialistic ideology of organizational change management. Journal of Organizational Change Management, 20(1), 126.    The study intends to explain the unsuccessful outcome of strategic change initiatives based on new public management and managerialism. Primarily, it intends to evaluate the perceptions and understanding of senior managers about the proposed change. Likewise, it attempted to gain knowledge on the manner the proponents of change initiative justified and communicated it through the other party. The response of the people and how the proponents address such reactions were also considered. More importantly, the real identity of strategic change management is gauged. The method used was a case study method conducted at International University (IU), a large Western Europe University. Their strategic change initiative was investigated between 2004 and 2005. The author referred to internal documents and academic literature as support for the study. In the results, the author summarized the important concepts derived from the research and emphasized that formulation and implementation of strategic change initiatives revolve around the concepts of power, influence and control. The author has recognized the fact that people are not against change but rather on the initiatives that portray managerialism and paternalistic leadership. The author projects deep knowledge, experience and interest in the field of management. Being an experienced lecturer and researcher also adds to his credentials. Thus, his authority on the subject matter is recognized. The results of the study were based on a qualitative investigation of the strategic change initiatives in a particular academic setting. However, it may have been more valid and clear if the study has included a private organization in the same state of organizational change, for comparison purposes. Moreover, the replication of the study on a variety of industries will provide a broader perspective of  managerialistic ideology on the conceptualization and implementation of strategic initiatives in organizations. Bruch, H., Gerber, P., & Maier, V. (2005). Strategic change decision: Doing the right change right. Journal of Change Management, 5(1), 97-107.          This research sought to identify the key components and/or strategies that will ensure successful organizational change. The authors used the case of Deutsche Lufthansa AG and its D-Check-Maintaining Leadership program. The findings were based from over 10 years of research on multiple global corporations and several years of experience with the changes that have taken place in the Lufthansa Company. The latest program, D-Check, has been the most effective of all strategic initiatives implemented by the aviation industry. Likewise, the underlying factors that have caused the said program to be successful were assessed and analyzed. The results of the evaluation indicated that there are two strategic decisions that top executives should make to ensure efficiency of any program. One must know the right change for the company. Second is identifying the right way to implement such change. Further discussion emphasized the crucial role of Human Resource Managers in providing step-by-step support for line management in their handling of human capital as well as in strategic decision making as to how change must be implemented. This is part of their role as strategic business partners and agents of change. Likewise, the author also noted that the two key decisions (knowing the right change and how the change should be implemented correctly) must be distinctly recognized from each other. In making decisions, there are critical factors to consider and based on the experience of Lufthansa Company, there are three basic rules that must be applied. First, decisions must be made; second, these have to be in sequence such as leadership decisions (what is right) first before managerial decisions (how to do the change right). Lastly, managers should also acknowledge the importance of other critical factors in their decision-making.  The presentation of data has been well-organized. They are effectively interpreted and discussed in a manner that is easily comprehensible. Substantive information were derived from extensive research. The first author  (Bruche, Heike) is competitive in her field of expertise, being both a professor and director of an institute for leadership. Her researches have a strong focus on leadership aspects and currently gauges organizational energy, leadership in change process, among others. There were no available information on the other two authors. Chiaburu, D. S. (2006). Managing organizational change in transition economies. Journal of  Organizational Change Management, 19(6), 738.    The main objective of this paper is to develop an understanding on the concepts and theories underlying the post-communist transition of Romania, based on personal experiences of the author and in reference to the theory-based analytical framework of the organization.  He asserted the importance of this study in providing an effective framework and experiential information for further study and research on transition economies. The author was able to integrate and discuss in detail the procedures he intended to adapt in this particular study. First is the examination of the situation of Romania after communism was presented, together with the objective of identifying a macro-level transition model. Second, he attempted to fit universal theories with local realities of Romanian transition, and with this he has identified key concepts for the conceptualization of an institution-organization  interface in such an environment. Lastly, the author also delved into employing critical analysis of research regarding transition economies. As such, potential contributions gained from applying critical perspectives include the following: First, it is instrumental. Second, it provides alternative methodologies that will preserve diversified ideologies. Lastly, some researchers ought to recognize the implications of critical perspectives and their application on the European regions by challenging the American knowledge of management and other alternative perspectives. Rich insights that can enhance the level of knowledge in the fields of organizational change and institutional transformation are offered by transition economies. The author suggested some possible future directions, such as exploring alternative positions and concepts, relying on alternative methods, and breaking free from the conventional formal research design cycle. This study is rich in experiential information and critical analysis of different concepts derived from experiences and has comprehensively referred to examples and theories from the Romanian transition. The paper’s intention of becoming an effective source of information and framework for future researches and studies on this particular theme has definitely been achieved. The author has explicitly identified some important concepts that other researchers may consider for future studies along related topics. The authority of the writer in preparing this material for scholarly assessment is acknowledged. Jacob, N. (2005). Cross-cultural investigations: Emerging concepts. Journal of Organizational Change Management, 18(5), 514–529.         The purpose of this study is to provide an overview of the emerging concepts in the field of cross-cultural management and assess the contributions of the two prominent researchers in this arena, namely, Hofstede and Trompenaars. The method used in this study is a critical analysis of their contributions to identify any possible hiatuses. The author also presented current research endeavors that have taken into account these gaps. An argument was built about their diminishing worth for utilization of these typologies. The results of this study exposed the shortcomings of Hofstede’s and Trompenaar’s contributions in cross-cultural management literature. There are also some important concepts that have emerged as relevant for further exploration in this field, mainly convergence and multiculturalism. Some critical perspectives were put forth from the supporters of the two well-known researchers. The main objective of the study to critique the works of the two researchers was comprehensively done. Facts are presented clearly, strongly supporting the author’s notion about each contradicting proposition. They used some analogies to better convey their thoughts. However, the author's credibility has not really been established, though her interests lie in cross- cultural management and organizational creativity.  Nevertheless, quantitative treatment has allowed the collection and analysis of valid and reliable data supportive of her assumptions. Hughes, M. (2007). The tools and techniques of change management. Journal of Change Management, 7(1), 37–49.   This research aimed to provide a connection with the perceived gap between change management practice and change management theories. The author envisioned that such action would allow better understanding for all practitioners of change management, by utilizing the theories of academia and vice versa. This also provides a classificatory framework for utilization of change management tools/techniques. Findings of the study imply four (4) potential problems that may have significant influence on why academia does not explicitly engage with change management tools and techniques. Initially, there occurs a problem about obtaining a consensual definition of change management tools and techniques. Second, there exists ambiguity on the nature of tools and techniques and their terminology. Third, there is difficulty in choosing tools and techniques as to their generic usage and efficiency in bringing success to the user. Lastly, the credibility of tools and techniques were also assessed. As a solution for these dilemmas, the author formulated eight (8) questions as guide in gauging change management tools and techniques. Further illustration was provided to know how these eight classificatory questions can be applied by sharing examples of their applications. In conclusion, the author recognized that there still is a need to further assess the inter-relationships between change management tools and techniques and the theories, models and concepts of change management. The roles of three stakeholders, practitioners, professional and representative bodies, as well as change management academics, may be influential in the development of such solution. The author has demonstrated skills and knowledge on this matter. He was able to explicitly describe, analyze, and assess the different concepts. For further understanding of the readers, the data was presented in detailed and comprehensive manner. His authority in this field of study was also recognized. Higgins, J. M., McAllaster, C., Certo, S. C., & Gilbert, J. P. (2006). using cultural artifacts to change and perpetuate strategy. Journal of Change Management, 6(4), 397.    The study aims to present the role of cultural artifacts as effective tools for strategic change in the organization. A longitudinal case study was conducted in Roy E. Crummers Graduate School of Business. Assessment of their utilization of these artifacts to perpetuate a change strategy has been very effective. Through this study, several new facets of organizational cultural artifacts have been explored. The findings describe six (6) primary types of cultural artifacts which have been successfully addressed by the Dean of the MBA program: myths and sagas. Such entail the sharing of stories about triumphs and failures of the organization; language systems and metaphors which help indicate their values; symbols, ceremonies and rituals which reveal what is important in the company. The performance management system should be congruent with the new strategy and related values. There ought to be identifiable value systems and behavioral norms; the physical surroundings that characterize the particular culture; and organizational rewards and reward system which drive behavior of the people or motivate them to contribute to the strategic change of the organization. It is worth noting that the school has successfully adapted innovation and flexibility in their objective of gaining additional value and providing differentiation. The authors acknowledge the fact that aligning strategy with cultural artifacts is indeed crucial in the attainment of success. Once the manager has fully understood the value of these cultural artifacts, he now has an important set of tools for successfully executing such strategy. The work of the authors is commendable as he portrayed the various aspects of cultural artifacts very comprehensively and in logical sequence. The reader can fully understand the thoughts and concepts conveyed in the paper. Utilization of a good examples such as the case of Crummer School is commended. It is also worth noting that he has integrated relevant cases of other organizations in establishing strong validity and reliability of the study. Furthermore, authority of the authors in this field have been strongly established and recognized. Eriksson , M. & Sundgren, M. (2005). Managing change: strategy or serendipity—reflections from the merger of Astra and Zeneca. Journal of Change Management, 5(1), 15–28. This study aims to analyze different management practices and identify the key components for successful implementation of change, such as in the case of the merger between Astra and Zeneca. It has been perceived that such strategic change or restructuring of the two organizations is critical, particularly for the individual employees involved within the two organizations. The merging connotes combining two cultures that are distinct from one other. In the case of Astra and Zeneca, the implementation of strategic change has been successful. The study made use of a qualitative method assessing the various organizational changes, activities and initiatives that occurred between 1997 and 2002 at AstraZeneca. Interviews were conducted mostly with managers and other functions found to be relevant for the study. The questions and issues were divided into three dimensions. The first dimension depicted that the merger process between the two companies, and the aspects of how the vision and mission have been communicated and interpreted, were also included. The second dimension has to do with one or two change projects which the respondents either managed or were involved in. The last dimension delves on issues relating to the respondents’ assessment of the organizational changes between 1997 and 2002. Results show that the provision of two change strategies such as theories E (programmatic, top-down) and theories O (organizational driven, decentralized) have made the merger successful. However, it is also recognized that these concepts have emerged as consequences of the different cultures of Astra and Zeneca. Thus, the author suggests the significance of a common and shared language for communicating change strategies to further increase acceptance and understanding of the change initiatives. It also entails effectiveness of the change process itself.       The author has presented the concepts in a comprehensive manner. However, the limitation of the study is that it only gauged the Swedish managers (Astra). Balanced and unbiased data collection would have allowed for increased validity. Nevertheless, the assumptions that have been formulated may be utilized for further study along this particular theme. Martin, T. N., & Huq, Z. (2007). Realigning top management’s strategic change actions for erp implementation: how specializing on just cultural and environmental contextual factors could improve success. Journal of Change Management, 7(2), 121- 142. The ERP (Enterprise Resource Planning) system and its implementation have been recognized as important aspects of organizational change. As such, the role of top executives is influential to the efficient implementation of the ERP. Given this, a proposal was suggested by the author for top executives to redesign their ERP in alignment with employee behavioral change. This is thought to augment the acceptance and commitment of people toward the said project. By giving special attention to implementation of two key factors, namely, the cultural and environmental contextual factors, such goal may be realized. The author made use of three case studies (obtained from a hospital, global consumer company and a global consulting company) to validate the proposition. Further notes suggested eight (8) strategic tasks, responsibility and relationship changes that top management should utilize to increase ERP's successful implementation. Top management support is perceived vital in ERP task design. The study has been successful in its objective of presenting reliable data and analysis on strategic change actions within organizations. The presentation of the various information and concepts has been clear. The authors’ authority on this subject matter is well established and recognized.  Espedal, Bjarne. (2007). Why Rules Rather Than Discretion; When the Leadership Intends to Transform a Desired Policy into Reality. Journal of Organizational Change Management, 20(1) 95.     This study presented the implications of applying rules as a better option than managerial discretion in the transformation of a desired policy in action. It has been recognized that such discretion is vital for any leader especially in attempting to be at par with great expectations. Sometimes, actions may be influenced by emotions and impulsiveness of the individual as well as the nature of the conflict, or by opportunistic attitude. The study aimed to examine these threats. The findings indicated that to effectively handle such threats to rational acting, rules and guidelines must be established. It has been suggested that establishing appropriate rules to guide the leader’s actions is more effective because of five reasons: One, rules can be used by the leader to bind himself in a way that is appropriate for the implementation of a desired strategy; second, a strategy begins at home, prior to the start of the journey. This entails knowing the problem that may be faced in the future and developing actions to prepare for handling these problems. Third, leaders need to understand the right timing to use ‘discretion’ and ‘rules’ as safety belts; precommitment to an appropriate rule help protect the leaders from opportunist and manipulative actions. Lastly, it has been ascertained that leaders are free to choose their own constraints. The author also presented that such application of rules can present different dilemmas specifically involving knowledge and how precommitment feeds back to the dynamics of rule-following. The efforts of the author to produce a well-constructed and comprehensive article are recognized. However, such study should have integrated case studies or exemplars to support the substantive propositions and enhance the quality of the research. Read More